Related Posts
Hi Guys...
I have a total of 5.5 years of experience with current CTC as 11.5 lpa.
I have a offer from Infosys of 17 lpa
But my company wants to retain me and they are giving me an opportunity for Canada onsite in return of retention(no raise or bonus)
Please suggest me, if i should take the onsite opportunity or keep looking for counter on my current offer.
I have 70 days of Notice Period left.
Tech stack- python/ AWS/ data engineeringDeloitte
BNY Mellon technology specific questions -
#0 How much max salary for grade K ?
#1 How long does it take to promote in bny from grade K to L ?
#2 Any specific criteria for promotion? Expr , certification etc...?
#3 How much % hike to expect post promotion ?
Skills- Java, microservices,react, cloud
HSBC India JPMorgan Chase BNY Mellon | Pershing Citi BNY Mellon UBS Citi Allstate BNY Mellon | Pershing BNY Mellon Corporation HSBC India Citi
More Posts
Hi guys.
I am a senior analyst in a big4, passed out recently. I wanna work for financial institutions like Citi Barclays UBS HSBC India . I am skilled It will be very helpful if someone can give me some insights about the interview procedures for the analyst level roles, skills required, wlb, basically any kind of insights will be appreciated.
Thanks a ton in advance.
140k / SF / F / 31
Is HCL providing WFH setup cost to new joiners?
Additional Posts in Tech
When is a 3 page resume acceptable?
New to Fishbowl?
unlock all discussions on Fishbowl.





You remember that you are there to collect a paycheck, not fight with decision makers who don't want to listen. Document everything so you can back up your "I told you so", but other than that, guard your sanity and go with the flow when your company is like that.
I've experienced this several times. I'm asked several times to examine a new upcoming product. I give solid feedback on things that need to be fixed before launch. A VP overrides myself and others in the testing/product team and launches it anyways. The tech support team, including myself, then have to deal with customer complaints and issues of a product that launched when several hundred defects, some serious. We all said "told you so" when reporting identifies a huge spike in inbound calls and management is trying to figure out why.
Not listening to those you tasked with finding bugs and customer challenges never goes well long term.
You need to focus on what leadership wants/prioritizes, not the issues you identify. Those things aren't mutually exclusive, but it doesn't seem like you've picked what leaders want.
You mean you're actually trying to do program management work? You're not creating a Gantt Chart and chasing 15-20 people around for updates to it 5-6 times a week?
Apparently my group doesn't understand the difference between project and program management.
Good times.
Instead of offering one solution, offer three. The first is too ineffective to offer meaningful change, the third is too much for anyone to realistically get behind, but the middle is the solution you really want. Also offer the “no solution” option which shows what happens if nothing happens.
Days like that... it's discouraging for sure. Finding people who can be your allies help. Find them within different groups so that when you propose your idea they can back you up. You just need a couple successful implementations for them to trust you.